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Organisational Culture

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What exactly is culture? ...

What exactly is culture?
Understand culture using metaphors.
Understanding organisational culture.
Why organisational culture matters?
Explain and use techniques to evaluate organisational culture.
Cultural web
Cultural iceberg
Handy’s four culture types
Competing values framework
How is organisational culture created and preserved?
Can organisational culture be changed?
Discuss cases of cultural blunders.
What are the causes of cultural blunders?
How to minimise cultural blunders.

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Organisational Culture Organisational Culture Presentation Transcript

  • ORGANISATIONAL
  • 2 Learning Objectives © 2014 Berlin Asong. All rights reserved. I. Whatexactlyisculture? i. Understandcultureusingmetaphors. II. Understandingorganisationalculture. i. Whyorganisationalculturematters? III. Explainandusetechniquestoevaluateorganisationalculture. i. Culturalweb ii. Culturaliceberg iii. Handy’sfourculturetypes iv. Competingvaluesframework
  • 3 Learning Objectives © 2014 Berlin Asong. All rights reserved. IV. Howisorganisationalculturecreatedandpreserved? V. Canorganisationalculturebechanged? VI. Discusscasesofculturalblunders. i. Whatarethecausesofculturalblunders? ii. Howtominimiseculturalblunders.
  • © 2014 Berlin Asong. All rights reserved. 4 Youareaproductof yourenvironment.
  • © 2014 Berlin Asong. All rights reserved. 5
  • © 2014 Berlin Asong. All rights reserved. 6
  • © 2014 Berlin Asong. All rights reserved. 7 Culture ?
  • © 2014 Berlin Asong. All rights reserved. 8 It’sthecollectiveprogramming ofthemindwhichdistinguishes amemberofonegroupfromanother. Geert Hofstede 1997
  • © 2014 Berlin Asong. All rights reserved. 9 mind Human
  • © 2014 Berlin Asong. All rights reserved. 10 Thecentreofconsciousness thatgeneratesthoughts,feelings,ideas,andperceptions, andstoresknowledgeandmemories.
  • © 2014 Berlin Asong. All rights reserved. 11
  • © 2014 Berlin Asong. All rights reserved. 12
  • © 2014 Berlin Asong. All rights reserved. 13 “Collectiveprogrammingofthemind…” What does this imply?
  • © 2014 Berlin Asong. All rights reserved. 14 Is culture a set of “instructions” installed in the minds of people? 1
  • © 2014 Berlin Asong. All rights reserved. 15 What are these instructions? Who writes (wrote) them? And why? Ifso…
  • © 2014 Berlin Asong. All rights reserved. 16 Is culture perceivable? 2 Ifculturedistinguishesa groupofpeoplefromanother…
  • © 2014 Berlin Asong. All rights reserved. 17 Suggestingcultureis identity.
  • © 2014 Berlin Asong. All rights reserved. 18 Culture [is] installed in the minds of people… 3
  • © 2014 Berlin Asong. All rights reserved. 19 …then culture is unperceivable & hard to articulate.
  • © 2014 Berlin Asong. All rights reserved. 20 Cultureisasetof values&norms shared bya groupofpeople.
  • © 2014 Berlin Asong. All rights reserved. 21 values
  • © 2014 Berlin Asong. All rights reserved. 22 Principles or standards that people use in directing their behaviours.
  • © 2014 Berlin Asong. All rights reserved. 23 Describe to the person next to you the qualities you want for a friend?
  • © 2014 Berlin Asong. All rights reserved. 24 normal. Putsimply,norms= Towhom?
  • © 2014 Berlin Asong. All rights reserved. 25 Asetofsharedvalues understandings assumptions,and goalsthatarelearnedfromearlier generations,imposedbypresentmembers ofasociety,andpassedontosucceeding generations.
  • © 2014 Berlin Asong. All rights reserved. 26 Cultureis: perceivable unperceivable Comprisesof: norms values practices Difficultto: articulate Summary
  • © 2014 Berlin Asong. All rights reserved. 27
  • © 2014 Berlin Asong. All rights reserved. 28
  • © 2014 Berlin Asong. All rights reserved. 29 Culture is the software of the mind. 1
  • © 2014 Berlin Asong. All rights reserved. 30 Culture comprises of codes; set auto-pilot behaviours; it has a pattern.
  • © 2014 Berlin Asong. All rights reserved. 31 2 Cultureasan Iceberg.
  • © 2014 Berlin Asong. All rights reserved. 32 Visible Invisible
  • © 2014 Berlin Asong. All rights reserved. 33
  • © 2014 Berlin Asong. All rights reserved. 34 Culture as values 3
  • © 2014 Berlin Asong. All rights reserved. 35 Cultural Value Systems Social system Legal system Education system Religion Political system Economic system
  • © 2014 Berlin Asong. All rights reserved. 36 4 Culture as a web.
  • © 2014 Berlin Asong. All rights reserved. 37 Used to convey its intricacy & complexity.
  • © 2014 Berlin Asong. All rights reserved. 38 InternationalCulture NationalCulture OrganisationCulture Occupational Culture Personal Culture RelationalbutDistinctEnvironmentsofCultures
  • © 2014 Berlin Asong. All rights reserved. 39 InternationalCulture
  • © 2014 Berlin Asong. All rights reserved. 40 National Culture
  • © 2014 Berlin Asong. All rights reserved. 41 Organisation Culture
  • © 2014 Berlin Asong. All rights reserved. 42 Occupational Culture
  • © 2014 Berlin Asong. All rights reserved. 43 Personal Culture
  • © 2014 Berlin Asong. All rights reserved. 44 Thepracticesofmyfirm contradictmypersonal valuesandbeliefs.
  • © 2014 Berlin Asong. All rights reserved. 45 Is your “personal culture” aligned with the “national culture” of your country?
  • © 2014 Berlin Asong. All rights reserved. 46
  • © 2014 Berlin Asong. All rights reserved. 47 Organisational Culture
  • © 2014 Berlin Asong. All rights reserved. 48 Asystemofshared meaningheldby membersthatdistinguishesthe organizationfromotherorganizations. Robbins, S. P. & Judge, T. A. (2010) “Essentials of Organizational Behaviour”
  • © 2014 Berlin Asong. All rights reserved. 49 Setofnorms,values and practicestowhich peopleinanorganisationareexposed.
  • © 2014 Berlin Asong. All rights reserved. 50 VALUES PRACTICES NORMS Theorganisationtreatsemployees,customers,shareholders andsociety;itsservicesandproducts;itsfutureambitions,etc. PRACTICES …arereflectedon… PRACTICES
  • © 2014 Berlin Asong. All rights reserved. 51 Barclays fined £290 for rigging LIBOR rate. Source: www.guardian.co.uk/business/2012/jun/27/barclays-chief-bob-diamond-bonus-fine FormerBarclaysCEOBobDiamondresignedamidliborscandal 3 July 2012 Source: insurance-center.org
  • © 2014 Berlin Asong. All rights reserved. 52 PPImis-selling,LIBORscandal, HSBCmoneylaunderingscandal havebroughtrenewedattentionto bankingpracticesofUK’sbanks.
  • © 2014 Berlin Asong. All rights reserved. 53 …the way things are done around here. Deal & Kennedy Organisationalcultureis…
  • © 2014 Berlin Asong. All rights reserved. 54 Culture Dress code Language Goals Attitudes PoliciesRules Thoughts Behaviours Etc.
  • © 2014 Berlin Asong. All rights reserved. 55 How can I determine the culture of an organisation?
  • © 2014 Berlin Asong. All rights reserved. 56 Yougottobeinside tosee,feel,smell,touch andhearit,andmake senseofit.
  • © 2014 Berlin Asong. All rights reserved. 57 Ittakesmonthsand yearstograsps"howthingsare done"intheorganization.
  • © 2014 Berlin Asong. All rights reserved. 58 However, symbolic objects & activities can yield clues to a firm’s culture.
  • © 2014 Berlin Asong. All rights reserved. 59 Artefacts
  • © 2014 Berlin Asong. All rights reserved. 60
  • © 2014 Berlin Asong. All rights reserved. 61
  • © 2014 Berlin Asong. All rights reserved. 62
  • © 2014 Berlin Asong. All rights reserved. 63 Rituals
  • © 2014 Berlin Asong. All rights reserved. 64 What rituals can you see from this picture?
  • © 2014 Berlin Asong. All rights reserved. 65 Stories
  • © 2014 Berlin Asong. All rights reserved. 66 History Reports Speeches Customers’thoughts Employees’thoughts Frontlinestaffs Ex-staffs Theunspoken Etc.
  • © 2014 Berlin Asong. All rights reserved. 67 WhyIAmLeavingGoldmanSachs Source: Greg, S. (2012). Retrieved from www.nytimes.com/2012/03/14/opinion/why-i-am-leaving-goldman-sachs.html?pagewanted=all
  • © 2014 Berlin Asong. All rights reserved. 68 Source: Greg, S. (2012). Retrieved from www.nytimes.com/2012/03/14/opinion/why-i-am-leaving-goldman-sachs.html?pagewanted=all
  • © 2014 Berlin Asong. All rights reserved. 69 Source: Greg, S. (2011). Retrieved from www.nytimes.com/2012/03/14/opinion/why-i-am-leaving-goldman-sachs.html?pagewanted=all Whatdoyoumake ofGreg’sdescription ofGoldmanSachs’ culture?
  • © 2014 Berlin Asong. All rights reserved. 70 Products Services Processes Policies Organisationalstructure Decisionrights Standards Goals Strategy Language Etc. OtherSymbolicObjects&Activities
  • © 2014 Berlin Asong. All rights reserved. 71 Remember.Symbols arenotcultureinthemselves butmeanstoprojectthe “softwareofthemind”.
  • © 2014 Berlin Asong. All rights reserved. 72
  • © 2014 Berlin Asong. All rights reserved. 73 Why organisational culture matters?
  • © 2014 Berlin Asong. All rights reserved. 74 Itgivespeoplea senseofidentity, belongingand security. 1
  • © 2014 Berlin Asong. All rights reserved. 75 Thinkaboutyour firstdayatworkfor anewemployer. Howdidyoufeel? Didyourelatewith yournewco- workers?
  • © 2014 Berlin Asong. All rights reserved. 76 Doyoufeel proudworking foryourcurrent employer?
  • © 2014 Berlin Asong. All rights reserved. 77 Doyoufeel comfortabletalking aboutyourjobor whereyouwork withfriends,etc.
  • © 2014 Berlin Asong. All rights reserved. 78 Behaviourisinfluenced byone’sculturalmind-set(education,belief,needs, aspirations,etc.)inturninfluencedbyones environment(economics,religion,laws,politics,etc.). 2
  • © 2014 Berlin Asong. All rights reserved. 79 Knowledge Past ExperiencesInterestsGoals Values Norms Other Info.
  • © 2014 Berlin Asong. All rights reserved. 80Former Apple CEO Steve Jobs
  • © 2014 Berlin Asong. All rights reserved. 81 Virgin Group CEO Richard Branson
  • © 2014 Berlin Asong. All rights reserved. 82 The link between culture and organisational performance. 3
  • © 2014 Berlin Asong. All rights reserved. 83 PerformanceCulture 
  • © 2014 Berlin Asong. All rights reserved. 84 Culturegivescharactertothe organisation’soperationslikeHRM, marketing,services,ethics,etc. 4
  • © 2014 Berlin Asong. All rights reserved. 85 Usedtopreserveorchangethecultureofanorganisation
  • © 2014 Berlin Asong. All rights reserved. 86 A“poorculture” canleadtostaff disengagement andcustomer dissatisfaction.
  • © 2014 Berlin Asong. All rights reserved. 87 It affects how work is done in an organisation. 5
  • © 2014 Berlin Asong. All rights reserved. 88
  • © 2014 Berlin Asong. All rights reserved. 89 Tools for Evaluating Organisational Culture
  • © 2014 Berlin Asong. All rights reserved. 90
  • © 2014 Berlin Asong. All rights reserved. 91 Diagnostictoolfor understandingandassessingthe cultureofagroupofpeople.
  • © 2014 Berlin Asong. All rights reserved. 92 Gerry Johnson & Kevan Scholes, 1992 CulturalWeb
  • © 2014 Berlin Asong. All rights reserved. 93 Stories
  • © 2014 Berlin Asong. All rights reserved. 94 History Reports Speeches Customers’thoughts Employees’thoughts Frontlinestaffs Ex-staffs Theunspoken Etc.
  • © 2014 Berlin Asong. All rights reserved. 95 Objects, Awards Events, Acts People, Etc. that convey meanings. Symbols
  • © 2014 Berlin Asong. All rights reserved. 96 Activities or events that reinforce people’s way of life. Rituals&Routines
  • © 2014 Berlin Asong. All rights reserved. 97 Has it got a flat, tall, organic, mechanistic, formal, informal or hybrid structure? Organisationalstructure
  • © 2014 Berlin Asong. All rights reserved. 98 What measures or programmes are used to preserve,protect&promulgate organisationallife? ControlSystems
  • © 2014 Berlin Asong. All rights reserved. 99 Ispowerdefinedbyone’s expertise,performance,personality, affiliation,resourcecontrol,etc. PowerStructures
  • © 2014 Berlin Asong. All rights reserved. 100 Thesixelementsofthecultural webreflecttheoverallclimate (paradigm)insidetheorganisation. Paradigm
  • © 2014 Berlin Asong. All rights reserved. 101 Example
  • © 2014 Berlin Asong. All rights reserved. 102 Example
  • © 2014 Berlin Asong. All rights reserved. 103
  • © 2014 Berlin Asong. All rights reserved. 104 Visible Invisible
  • © 2014 Berlin Asong. All rights reserved. 105
  • © 2014 Berlin Asong. All rights reserved. 106
  • © 2014 Berlin Asong. All rights reserved. 107 Over 90% of an organisation’s culture is invisible, even to its members.
  • © 2014 Berlin Asong. All rights reserved. 108 How do you study something that’s hard to articulate & has no form?
  • © 2014 Berlin Asong. All rights reserved. 109
  • © 2014 Berlin Asong. All rights reserved. 110 CharlesHandy (1985)– Organisational Behaviour Academic; Social Philosopher 1932-
  • © 2014 Berlin Asong. All rights reserved. 111 Handy’s Four Dimensions
  • © 2014 Berlin Asong. All rights reserved. 112 Powerculture Powerrestsinthe handsofacentralfigure orgroupofindividuals.
  • © 2014 Berlin Asong. All rights reserved. 113 The Web
  • © 2014 Berlin Asong. All rights reserved. 114 Oneperson, divisionunitor groupovershadows theentirefirm. Former Apple CEO Steve Jobs
  • © 2014 Berlin Asong. All rights reserved. 115 Obedience tothecentral commander(s).
  • © 2014 Berlin Asong. All rights reserved. 116 Dissentingviews areignored,contained orpunished.
  • © 2014 Berlin Asong. All rights reserved. 117 Abilityto influence isbasedonone’s positiononthe organisational chart.
  • © 2014 Berlin Asong. All rights reserved. 118 Jobpromotionis sometimesbasedon longevityinservice,not expertise,meritocracy.
  • © 2014 Berlin Asong. All rights reserved. 119 Thesuccessof apower-culture organisation dependsonthe effectivenessof thepower- holder. Former Apple CEO Steve Jobs
  • © 2014 Berlin Asong. All rights reserved. 120 What’s good and bad about a power culture organisation?
  • © 2014 Berlin Asong. All rights reserved. 121 Strengths
  • © 2014 Berlin Asong. All rights reserved. 122 Values&practices thatcontribute toorganisational effectivenesscan bepreserved. 1 Source: dadcando.com
  • © 2014 Berlin Asong. All rights reserved. 123 Sometimes, work gets done effectively & speedily. Why? 2 Source: developingyouthspeed.com
  • © 2014 Berlin Asong. All rights reserved. 124 Weaknesses
  • © 2014 Berlin Asong. All rights reserved. 125 Dissentingviews areignored,contained orpunished. 1
  • © 2014 Berlin Asong. All rights reserved. 126 …employees feel isolated from important decisions.
  • © 2014 Berlin Asong. All rights reserved. 127 May stifle employee creativity & emotional connection withtheorganisation.
  • © 2014 Berlin Asong. All rights reserved. 128 2 Jobpromotionmaybebased on longevity in service, not expertise, meritocracy. Source: onetip.net
  • © 2014 Berlin Asong. All rights reserved. 129 Slow to respond to environmental changes. How? 3
  • © 2014 Berlin Asong. All rights reserved. 130 Strong power culture can be a barrier to needed change.
  • © 2014 Berlin Asong. All rights reserved. 131 Workplaceinequality&discrimination Exploitationofcustomers&employees Corruption&accountingfraud Excessiverisk-taking complacency Etc. Strong power culture can foster bad practices. 4
  • © 2014 Berlin Asong. All rights reserved. 132 RoleCulture
  • © 2014 Berlin Asong. All rights reserved. 133 “TheGreektemple”
  • © 2014 Berlin Asong. All rights reserved. 134 Senior management Pillar (department) Pillar (department) Pillar (department) Pillar (department)
  • © 2014 Berlin Asong. All rights reserved. 135 Pillar (accounting) Pillar (marketing) Pillar (HRM) Pillar (R&D) Senior management
  • © 2014 Berlin Asong. All rights reserved. 136 Senior management Pillar (division) Pillar (division) Pillar (division) Pillar (division)
  • © 2014 Berlin Asong. All rights reserved. 137 Seniormanagement Pillar (division) Pillar (division) Pillar (division) Pillar (division) Senior management& departmentor divisionalheads sharepower.
  • © 2014 Berlin Asong. All rights reserved. 138 Abilityto influence isbasedonone’s positiononthe organisational chart.
  • © 2014 Berlin Asong. All rights reserved. 139 Clearlydefined roles,rules,work procedures. Bendingtherules islesswelcome.
  • © 2014 Berlin Asong. All rights reserved. 140 Highemphasis onstaffstodevelop specialisedcompetence.
  • © 2014 Berlin Asong. All rights reserved. 141 Job promotion may be predictable. Source: onetip.net
  • © 2014 Berlin Asong. All rights reserved. 142 I’mcomfortable workinginarole cultureorganisation because…
  • © 2014 Berlin Asong. All rights reserved. 143 1
  • © 2014 Berlin Asong. All rights reserved. 144 High emphasis on staffs to develop specialised competence. 2
  • © 2014 Berlin Asong. All rights reserved. 145 Weaknesses
  • © 2014 Berlin Asong. All rights reserved. 146 encourage staff to think inside the box. Itmay… 1
  • © 2014 Berlin Asong. All rights reserved. 147
  • © 2014 Berlin Asong. All rights reserved. 148 Highlydepartmentalised structuresmayreducetheflow ofinformationandresourcesharing. 2
  • © 2014 Berlin Asong. All rights reserved. 149 Excessive rules can cripple employees’ effectiveness. 3 Source: rachelmariestone.com
  • © 2014 Berlin Asong. All rights reserved. 150 Taskculture
  • © 2014 Berlin Asong. All rights reserved. 151 Howcanweget the job done?
  • © 2014 Berlin Asong. All rights reserved. 152 Resources & competences are pulled from all available areas to get the job done.
  • © 2014 Berlin Asong. All rights reserved. 153 Jones, Mills, Weatherbee, & Hills (2006) Organizational Theory, Design, and Change,
  • © 2014 Berlin Asong. All rights reserved. 154 Ability to influence is based on one’s expertise and inputs.
  • © 2014 Berlin Asong. All rights reserved. 155 Greatercross- departmental anddivisional collaborationand communication.
  • Adapting fast to new events is highly important to task culture organisations. © 2014 Berlin Asong. All rights reserved. 156
  • Employees’ roles and responsibilities change frequently. © 2014 Berlin Asong. All rights reserved. 157
  • © 2014 Berlin Asong. All rights reserved. 158 Excessive focus on task may be at the expense of employee’s wellbeing.
  • © 2014 Berlin Asong. All rights reserved. 159 Personculture
  • © 2014 Berlin Asong. All rights reserved. 160 Itaspirestoservetheneeds & interests ofindividuals workingforthatorganisation.
  • © 2014 Berlin Asong. All rights reserved. 161 …small-sized firms like consultancies, tech start-ups, privatehealthcareandlawfirms. Thisistypicalof… …alsosomefamily-ownedbusinesses.
  • © 2014 Berlin Asong. All rights reserved. 162 Power is evenly shared amongst members.
  • © 2014 Berlin Asong. All rights reserved. 163 Individuals workfor themselves, notthefirm.
  • © 2014 Berlin Asong. All rights reserved. 164 …highly motivated employees; carryinga senseof prideintheir work.
  • © 2014 Berlin Asong. All rights reserved. 165
  • © 2014 Berlin Asong. All rights reserved. 166 Personal identitiesmake uptheoverall cultureofthefirm
  • © 2014 Berlin Asong. All rights reserved. 167 Theriskofconflict amongmembersover organisationalmatters.
  • © 2014 Berlin Asong. All rights reserved. 168 Inpractice,these culturesrarelyexist intheirpurestform.
  • © 2014 Berlin Asong. All rights reserved. 169 Somecommentatorsdescribe NewsCorpasapower-culture companysteepedintheidealsof itsfounderRupertMurdoch. Source: economist.com
  • © 2014 Berlin Asong. All rights reserved. 170 …NewsCorpisequally ataskandroleculturecompany. Hence,ithasahybridculture.
  • © 2014 Berlin Asong. All rights reserved. 171 Whattypeofcultureisyourorganisation: Power? Task? Role? Person? Hybrid?
  • © 2014 Berlin Asong. All rights reserved. 172 Power Task Role Person Classroomshavecultures.Describe yourclasscultureusingHandy’s dimensionsoforganisationalculture. Doesthecultureconstrainyou?How?
  • © 2014 Berlin Asong. All rights reserved. 173
  • © 2014 Berlin Asong. All rights reserved. 174 InternalFocus ExternalFocus Istheorganisationdesignedto adapttoitsexternalenvironmentor topreserveitsinternalstatusquo?
  • © 2014 Berlin Asong. All rights reserved. 175 Theassumptionis,preserving theinternalstatusquoandadapting toachangingenvironmentare mutuallyexclusive.
  • © 2014 Berlin Asong. All rights reserved. 176 Someorganisationsthrivebetter bymaintainingtheinternalstatus quo,whileothersthrivebyadapting toachangingenvironment.
  • © 2014 Berlin Asong. All rights reserved. 177 Flexibility Control Isthe organisation’s management stylecontrolling orflexible?
  • © 2014 Berlin Asong. All rights reserved. 178 Theassumptionis,centralised anddecentralisedmanagements aremutuallyexclusive.
  • © 2014 Berlin Asong. All rights reserved. 179 Someorganisationsthrivethrough flexiblemanagement,whileothers throughcontrollingmanagement.
  • © 2014 Berlin Asong. All rights reserved. 180 The term flexible management is an oxymoron since management is all about control.
  • © 2014 Berlin Asong. All rights reserved. 181 The term controlling management is a tautology.
  • © 2014 Berlin Asong. All rights reserved. 182 However, combining these two sets of competing priorities like so…
  • © 2014 Berlin Asong. All rights reserved. 183 Flexibility Control InternalFocus ExternalFocus
  • © 2014 Berlin Asong. All rights reserved. 184 …four types of organisational culture are identified.
  • © 2014 Berlin Asong. All rights reserved. 185 Flexibility Control InternalFocus ExternalFocus Clan Adhocracy Hierarchy Market Kim Cameron and Robert Quinn created the CVF model
  • © 2014 Berlin Asong. All rights reserved. 186 CVF—CultureTypes Ocai-online (2012). Retrieved from www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI/Organizational-Culture-Types
  • © 2014 Berlin Asong. All rights reserved. 187 Flexibility Control InternalFocus ExternalFocus Clan Market Kim Cameron and Robert Quinn created the CVF model Hierarchy Adhocracy
  • © 2014 Berlin Asong. All rights reserved. 188
  • © 2014 Berlin Asong. All rights reserved. 189
  • © 2014 Berlin Asong. All rights reserved. 190 How is organisational culture created & preserved?
  • © 2014 Berlin Asong. All rights reserved. 191 Col.Sander KFC Founder
  • © 2014 Berlin Asong. All rights reserved. 192
  • © 2014 Berlin Asong. All rights reserved. 193 Kellogg's Global Leadership Team TopManagement
  • © 2014 Berlin Asong. All rights reserved. 194
  • ArseneWenger Arsenal FC Manager © 2014 Berlin Asong. All rights
  • © 2014 Berlin Asong. All rights reserved. 196 HRrecruitment&selectionpolicies
  • © 2014 Berlin Asong. All rights reserved. 197 Usedtopreserveorchangethecultureofanorganisation
  • © 2014 Berlin Asong. All rights reserved. 198 Inductionprogrammes
  • © 2014 Berlin Asong. All rights reserved. 199 Socialisation
  • © 2014 Berlin Asong. All rights reserved. 200 Reward
  • © 2014 Berlin Asong. All rights reserved. 201 Punishment
  • © 2014 Berlin Asong. All rights reserved. 202 “Organisational Behaviour & Analysis”, 4th Ed, Derek Rollinson, 2008
  • © 2014 Berlin Asong. All rights reserved. 203
  • © 2014 Berlin Asong. All rights reserved. 204
  • © 2014 Berlin Asong. All rights reserved. 205 …that depends on your definition & interpretation of culture.
  • © 2014 Berlin Asong. All rights reserved. 206 …canbechanged. …mightchangeovertime. …mightnotchange.
  • © 2014 Berlin Asong. All rights reserved. 207 However, some aspects of organisational culture decay over time.
  • © 2014 Berlin Asong. All rights reserved. 208
  • © 2014 Berlin Asong. All rights reserved. 209 Cultural Blunders
  • © 2014 Berlin Asong. All rights reserved. 210 beef oil in India.
  • © 2014 Berlin Asong. All rights reserved. 211 GMlaunchedacar, “Chevy Nova” inLatinAmerican. “No va”inSpanishmeans“it won’t go”.
  • © 2014 Berlin Asong. All rights reserved. 212 Ford'sPintofloppedin Brazil.Thecompany foundoutthatPinto wasBrazilianslangfor “tinymalegenitals”.
  • © 2014 Berlin Asong. All rights reserved. 213 German shoppers loathedWal- Martstore greeters.
  • © 2014 Berlin Asong. All rights reserved. 214 InTaiwan,thetranslationofthePepsi slogan“ComealivewiththePepsi Generation”cameoutas“Pepsiwillbring yourancestorsbackfromthedead.”
  • © 2014 Berlin Asong. All rights reserved. 215 InChinese,theKentuckyFried Chickenslogan“finger-lickin’good” cameoutas“eatyourfingersoff.”
  • © 2014 Berlin Asong. All rights reserved. 216 Why these cultural blunders are committed?
  • © 2014 Berlin Asong. All rights reserved. 217 Lack of cultural awareness & literacy. 1
  • © 2014 Berlin Asong. All rights reserved. 218 "Okay" "Vulgar gesture" "It's a secret" "Very nosey" "Crazy" "Very clever"
  • © 2014 Berlin Asong. All rights reserved. 219
  • © 2014 Berlin Asong. All rights reserved. 220
  • © 2014 Berlin Asong. All rights reserved. 221 Lack of due diligence 2
  • © 2014 Berlin Asong. All rights reserved. 222 Assuming the planet Jupiter was a country you planned to visit next month. What due diligence would you perform?
  • © 2014 Berlin Asong. All rights reserved. 223 Ethnocentrism: the tendency to “superioritise” one’s own culture over that of others. 3
  • © 2014 Berlin Asong. All rights reserved. 224 My-culture-is-superior mentality.
  • © 2014 Berlin Asong. All rights reserved. 225 Culture is complex. It’s hard to grasp all its shades and contours. 4
  • © 2014 Berlin Asong. All rights reserved. 226
  • © 2014 Berlin Asong. All rights reserved. 227 What can managers do to reduce the commission of cultural blunders? 20minutes